Large corporates have issues with innovating by virtue of lacking the ability to explore rather than exploit. Supported intrapreneurship programs can be a great starting point for exploration and for establishing an ambidextrous organization. One of the biggest challenges with exploration for large organizations is the struggle with the risks new ventures bear. Human-centred methodologies are a way to reduce uncertainty is by testing the most critical assumptions at an early stage. Through the integration of early customer feedback, not only the risks of venturing are decreased, but the venturing process is also accelerated. The thesis reviews methodologies and existing innovation processes and proposes an adapted innovation process that support a fast time-to-market and reduce uncertainty. This adapted process ensures exploration with a human-centred approach suitable for SIPs. In additional to the process, several supporting elements should be taken into consideration for the design of a Supported intrapreneurship programs. By analysing several case studies, I both confirmed that methodological elements outlined in the literature are found in practice and observed additional elements that ensure the removal of impediments and allow for rapid nonincremental venturing. This thesis shows that intrapreneurship requires an ecosystem of ideas, talent and capital (Hammel, 1999). It describes the various roles that can both be found in the literature and outlined in the case studies. It shows that part-time engagement of participants is required if there is a wish to integrate intrapreneurs back into the organization. Moreover, this thesis elaborates what incentivization mechanisms can be applied for SIPs and what cultural aspects need to be considered for the design. Lastly, it offers frameworks that can be helpful in easing stop/go decisions and provides frameworks for measuring the success of SIPs.
